Future Trends

Building Skills to Support Career Development20th March 2019

“Organisational values (50%) top the list once again of elements organisations believe most important to attracting candidates. This is followed jointly by career development opportunities (37%) and an organisation’s pay and benefits (37%). This mirrors what candidates say they are looking for from new roles. Candidates say companies pique their interest if they talk about organization culture, values and offer career growth” – CIPD

The key to supporting skills development during career development is coaching. Coaching is a key tool in effective career transition support.

Situations which involve a personal transition usually require the development of new skills. Stepping up into a new role, taking on your first team management responsibilities, being part of collective decision making within a senior team or a board, or being accountable for developing the performance of others are all scenarios that many individuals find themselves in with little or no preparation.

Without some type of contextualised support, in the best-case scenario they may flounder for a while until their effectiveness gradually builds through on the job learning, in the worst case they can be unproductive for long periods, make poor decisions, increase risk and embed bad habits that they never undo. In either scenario, there is likely to be a period when the organisation is not receiving best value from the individual.

The key to supporting skills development during career development is coaching. Coaching is a key tool in effective career transition support.

Coaching is one of the most valuable tools for achieving a wide range of business goals including enhancing performance, individuals career development, aiding retention, increasing productivity, improving engagement, building resilience and confidence. It is particularly effective in helping individuals to achieve successful outcomes during a period of challenge and transition.

Many managers have limited or weak coaching skills, as this aspect of skills development is often overlooked. Even the most experienced and senior-level leaders may have had little or no formal training or development in how to coach effectively. Often, these leaders are called to lead complex organisational change programmes, deliver business critical projects or significantly increase employee performance, yet lack of achievement in these areas is rarely identified as being due to poor leadership coaching skills. Failing to identify the personal transition issues that often lie beneath lack of performance or engagement and being unable to coach their people through this, can often be the hidden reason behind management ineffectiveness.

Many companies invest in coaching programmes to develop leaders, but the most forward-thinking organisations recognise the value in offering coaching support more broadly throughout the workforce and in a range of situations. A strong culture of support for personal development engendered by high-quality coaching, helps to attract, engage and retain business critical talent.

Ensuring that organisational strategic priorities are understood at all levels of a workforce, and that behavior and attitudes are aligned to ensure achievement of these goals, requires effective communication and collaboration between employer and employee. Leaders with well-developed coaching skills are most likely to achieve the required outcomes and those employees who have themselves benefited from coaching are more likely to demonstrate the behaviours required for success. Although it can take time to invest in, build and embed this coaching culture, the increase in trust and commercial benefits to the organisation can be dramatic and long-lasting.

 

Cover Source: Pixabay

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